1. Ch. 16 激勵 Motivation

2. 肯定，表揚，慶功。 你做得到的！ 我以你為榮（豎起大拇指）。
重賞之下必有勇夫。
肯定，表揚，慶功。 你做得到的！ 我以你為榮（豎起大拇指）。
不管怎樣，我一定支持你（摟摟肩）。
你給的都不是我要的！
football coach
P = MAO 2

3. 綱要
16.1 motivation 16.2 early theories of motivation 16.3 contemporary theories of motivation 16.4 current issues in motivation 3

4. 15.1 What Is Motivation?
Motivation is the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.

5. 15.2 Early Theories of Motivation
1. Maslow’s Hierarchy of Needs
2. McGregor’s Theories X and Y
3. Herzberg’s Two-Factor Theory
4. McClelland’s Three Needs Theory 5

6. 1. Maslow’s Hierarchy of Needs Theory
Lower-order (external): physiological, safety
Higher-order (internal): social, esteem, self-actualization
Individuals must satisfy lower-order needs before they can satisfy higher order needs.
Satisfied needs will no longer motivate.
Motivating a person depends on knowing at what level that person is on the hierarchy.

7. Maslow’s Hierarchy of Needs (five levels)7

8. 2. McGregor’s Theory X and Theory Y
Theory X: Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.
Theory Y: Assumes that workers can exercise self-direction, desire responsibility, and like to work.
Assumption: Motivation is maximized by participative decision making, interesting jobs, and good group relations.
討論：The Pygmalion Effect, McGregor’s 經驗 8

9. 3. Herzberg’s Motivation-Hygiene Theory
Job satisfaction and job dissatisfaction are created by different factors.
Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.
Motivators: intrinsic (psychological) factors that create job satisfaction.
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction.

10. Contrasting Views of Satisfaction-Dissatisfaction
Traditional View
Satisfaction Dissatisfaction
Herzberg’s View
Motivators
Hygienes
Satisfaction No Satisfaction
No Dissatisfaction Dissatisfaction

11. 慎用農藥：正常結構性薪資…… 多用肥料：主管肯定、重用，偶發性獎金

12. 4. Three-Needs Theory (McClelland)
There are three major acquired needs that are major motives in work.
Need for achievement (nAch)
The drive to excel and succeed
Need for power (nPow)
The need to influence the behavior of others
Need of affiliation (nAff)
The desire for interpersonal relationships

13. Exhibit 16-4: TAT Pictures
All three of these needs can be measured by using a projective test (known as the Thematic Apperception Test or TAT) in which respondents react to a set of pictures. Each picture is briefly shown to a person who writes a story based on the picture (see Exhibit 16-4 for some examples). Trained interpreters then determine the individual’s levels of nAch, nPow, and nAff from the stories written. 13

15. 15

16. 「若思鏡」。好管理者 VS. 好員工的 needs.16

17. 15.3 Contemporary Theories of Motivation
1. Goal-setting theory 2. Reinforcement theory 3. Designing Motivating Jobs 4. Equity Theory 5. Expectancy Theory 6. Integrating Model 17

18. 1. Goal-Setting Theory
specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.
Self-efficacy - an individual’s belief that he or she is capable of performing a task.

19. Goal-Setting Theory：具體，困難，發自內心19 19

20. 2. Reinforcement Theory behavior is a function of its consequences.
Reinforcers - consequences immediately following a behavior which increase the probability that the behavior will be repeated.
討論：戴勝益，王品 20

21. 3. Designing Motivating Jobs
Job enlargement
Increasing the job’s scope (number and frequency of tasks)
Job enrichment
Increasing responsibility and autonomy (depth) in a job.

22. Five primary job characteristics
Skill variety: how many skills and talents are needed?
Task identity: does the job produce a complete work?
Task significance: how important is the job?
Autonomy: how much independence does the jobholder have?
Feedback: do workers know how well they are doing? 22

23. Job Characteristics Model
Critical
Psychological States
Personal and
Work Outcomes
Core Job
Dimensions
High Internal Work Motivation
Experienced meaningfulness
of the work
Skill Variety
Task Identity
Task Significance
High-Quality
Work Performance
Autonomy
Experienced responsibility for outcomes of work
High Satisfaction with the Work
Feedback
Knowledge of the actual
results of the work
Low Absenteeism
and Turnover
Strength of Employee Growth Need

24. Computing Motivating Potential Score

25. 工作特性模式分析－工程部門 技能變化性 工作完整性 工作重要性 自主性 回饋性 激勵潛在分數 上司 3.89 4.39 4.00 3.93
3.83
61.61 部屬
3.65
4.30
4.06
3.85
3.62
55.79

26. 工作滿足－採購部門 工作內容 上司 工作環境 工作待遇 工作夥伴 升遷 3.46 3.75 4.00 3.63 3.81 部屬 3.71
3.93
3.89
3.50
4.06

27. Guidelines for Job Redesign
Source: J.R. Hackman and J.L. Suttle (eds.). Improving Life at Work (Glenview, IL: Scott, Foresman, 1977). With permission of the authors. 27

28. Redesigning Job Design Approaches
Relational perspective of work design - an approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships.
Proactive perspective of work design - an approach to job design in which employees take the initiative to change how their work is performed.
High-involvement work practices - work practices designed to elicit greater input or involvement from workers. 28

29. 4. Equity Theory
Equity theory - the theory that an employee compares his or her job’s input-outcome ratio with that of relevant others and then corrects any inequity.
Referents - the persons, systems, or selves against which individuals compare themselves to assess equity.
Distributive justice - perceived fairness of the amount and allocation of rewards among individuals.

30. Equity Theory: 張學長，李教授，俄國老婦，慈濟精舍30

31. 5. Expectancy Theory (Vroom)
an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Effort: employee abilities and training/development
Performance: valid appraisal systems
Rewards (goals): understanding employee needs

32. Simplified Expectancy Model
Individual
Effort
Performance A
Organizational
Rewards B
Individual
Goals C A
= Effort-performance linkage B
= Performance-reward linkage C
= Attractiveness

33. 6. Integrating Contemporary Theories of Motivation

34. 15.4 Current Issues in Motivation
1. Motivating in Tough Economic Circumstance 2. Cross-Cultural Challenges 3. Motivating Unique Groups of Workers 4. Designing Appropriate Rewards Programs 34

35. 1. Motivating in Tough Economic Circumstance
Layoffs, tight budgets, minimal or no pay raises, benefit cuts, no bonus …… 無薪假！
1. Holding meetings with employees to keep the lines of communication open and to get their input on issues.
2. Establishing a common goal, such as maintaining excellent customer service, to keep everyone focused.
3. Creating a community feel so employees could see that managers cared about them and their work.
4. Giving employees opportunities to continue to learn and grow. 35

36. 2. Cross-Cultural Challenges
Motivational programs are most applicable in cultures where individualism and achievement are cultural characteristics.
Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy.
The need for achievement (nAch) is lacking in other cultures.
Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance. 36

37. 3. Motivating Unique Groups of Workers
Motivating a Diverse Workforce through flexibility:
Men desire more autonomy than do women.
Women desire learning opportunities, flexible work schedules, and good interpersonal relations. E.g. Compressed workweek, Flexible work hours (flextime), Job Sharing, Telecommuting
Motivating Professionals 知識工作者
Loyalty is to their profession, not to the employer
Have the need to regularly update their knowledge
Don’t define their workweek as 8:00 am to 5:00 pm. 37

38. Motivating Unique Groups of Workers
Motivating Contingent Workers 派遣公司
Opportunity to become a permanent employee
Opportunity for training
Equity in compensation and benefits
Motivating Low-Skilled, Minimum-Wage Employees
Employee recognition programs
Provision of sincere praise 38

39. 4. Designing Appropriate Rewards Programs
Open-book management - a motivational approach in which an organization’s financial statements (the “books”) are shared with all employees. 夥伴關係
Employee recognition programs - programs based on personal attention and expression of interest, approval, and appreciation for a job well done. 保險業海外高峰會
Pay-for-performance programs - variable compensation plans that pay employees on the basis of some performance measure. 漲薪資不如發獎金？發獎金不如辦活動？獎金最好不公開？ Stock option programs 39

40. Team work 1. Case study: a manager’s dilemma (p.458)
(1) Identify and articulate business problems
(2) Gather and analyze information applicable
(3) Identify and apply an appropriate tool for solving problems.
2. Thinking critically about ethics (p.481)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences 40 40

41. Team work Skill exercise (p.482) Recognize individual differences.
Match people to jobs.
Use goals.
Ensure that goals are perceived as attainable.
Individualize rewards.
Link rewards to performance.
Check the system for equity.
Don’t ignore money. Money talk！
Show care and concern for employees.
Team exercise (p.482) 41 41

42. Team work Internet-based exercise (p.483)
3. what you want from the job?
4. employee recognition programs.
5. great place to work, best companies to work, 各找一個例子。 快樂工作人大獎，最佳企業雇主獎： 玉山銀，台灣禮來，安捷倫，信義房，麥當勞，福特六合汽車。 判準：工作成就，職場關係，公平對待。 42 42

43. 回 顧
1. 比較 Job enlargement vs. Job enrichment 2. 比較 nAch, nPow, vs. nAff 3. 區分 Job characteristics vs. Job satisfaction 43

44. Terms to Know motivation job enrichment hierarchy of needs theory
self-actualization needs
Theory Y
motivation-hygiene theory
Motivators
need for achievement (nAch)
need for power (nPow)
need for affiliation (nAff)
goal-setting theory
reinforcement theory
job enrichment
job characteristics model (JCM)
equity theory
distributive justice
expectancy theory
flexible work hours (flextime)
job sharing
open-book management
employee recognition programs
pay-for-performance programs